The interaction between pandemics and conflict is one of the under-appreciated dangers of our time. The current Ebola crisis has sparked serious thought about the link between fragile or conflict-prone states and global health. It is now widely accepted that weak government capacity in emerging societies translates into health systems unable to cope with outbreaks of infectious disease, even in cases of hard-to-transmit viruses such as Ebola. Incapable of containing fast-moving contagions, disease migrates unchecked with the potential to cause massive illness and death both within a country and beyond its borders.

Undoubtedly, this is scary business and merits serious attention. But a pandemic or even a major epidemic is not just a public health problem exacerbated by poor governance and the vestiges of conflict. As recent events in West Africa have demonstrated, large scale spread of disease can have significant consequences on the stability of a country and its likeliness to fall into, or back into, war. The West Africa emergency has raised the level of concern in security circles because of the already fragile state of the countries most severely affected by the outbreak. With public health experts all agreeing that the next world wide pandemic is a when question not an if one, it is useful to consider the different pathways, and their associated conditions, through which such an event can lead to greater societal upheaval, violence, and instability. ​

Many companies are not doing enough to fend off low-cost rivals. They worry that adopting a down-market strategy could ultimately harm their brand. At the same time, young customers who are establishing roots could become valuable, long-term customers. Is the risk worth the reward?

Our new piece for Forbes looks at five of the strategies employed by companies that have successfully made the shift down market. We also explore how Mercedes-Benz is faring with its recent foray into the entry-level luxury car market.